AI CAN DELIVER SIGNIFICANT VALUE, BUT ONLY WHEN IT’ S GUIDED BY PEOPLE WHO ARE INFORMED, ENGAGED, AND EQUIPPED.
These practices support core human motivators: purpose, progress, and belonging.
• Gamification as an engagement amplifier. Game mechanics can elevate routine processes, whether by heightening awareness of KPIs, reinforcing team unity, or strengthening intrinsic and extrinsic motivation.
One standout approach allows senior leaders to draft“ fantasy” teams of agents from across the workforce. These leaders act as mentors and motivators, competing in weekly matchups not just on team performance, but on frontline leadership KPIs such as attrition, engagement, and a modified version of the“ Touch Quality” metric.
This model extends the reach of engagement frameworks, weaving accountability and connection deeper into the fabric of the organization.
2. Data access and transparency. Too many decisions are made without full visibility into performance. Addressing this starts with integrated systems that give teams real-time access to the data they need. When employees understand how their actions influence outcomes and can see benchmarks clearly, accountability and engagement improve.
In practice:
• Integrated dashboards. Systems consolidate data from disconnected tools, e. g., workforce management( WFM) platforms, QA systems, and CRM applications, into role-specific dashboards for agents, supervisors, and executives.
• Performance data as“ AI fuel”. The real value of data transparency isn’ t just visibility but how integrated systems organize and present information to drive smarter, more contextual AI outputs.
When data from various systems is unified, aligned to business rules, and made accessible across roles, it not only improves human decision-making but empowers AI to deliver more targeted, relevant, and actionable guidance across coaching, QA, and CX analysis workflows.
• Supervisor efficiency. With immediate access to reports and KPIs, supervisors spend less time compiling data and more time on coaching and support.
Transparency not only improves coaching and feedback cycles, but it also ensures everyone sees where they stand and how they can improve.
3. Data quality as a cultural standard. Data excellence is not just a technical challenge; it’ s a behavioral one. Leading organizations empower employees by connecting their inputs to visible, tangible outcomes.
For example, when agents accurately categorize issues, future calls are routed more effectively, reducing escalations and improving resolution rates. Agents who flag outdated knowledge base content help drive updates that reduce call volume and customer confusion.
On the supervisor side, coaching actions linked to specific behaviors, such as call control or tone management, can be tied to measurable improvements in key KPIs.
These kinds of feedback loops help transform routine documentation, tagging, and coaching into high-impact contributions that continuously improve both service quality and AI effectiveness.
TECHNOLOGY INVESTMENT
AI CAN DELIVER SIGNIFICANT VALUE, BUT ONLY WHEN IT’ S GUIDED BY PEOPLE WHO ARE INFORMED, ENGAGED, AND EQUIPPED.
THE REAL VALUE OF AI STARTS WITH HUMANS
AI can deliver significant value, but only when it’ s guided by people who are informed, engaged, and equipped. The strongest AI outcomes come from organizations where frontline workers understand their role in shaping how technology functions.
When employees have access to strong engagement systems, clear performance data, and ongoing feedback, they participate in building smarter systems, not just feeding them.
There’ s also a larger risk to consider. Research cited in a The Register opinion article, written by Steven J. Vaughan-Nichols, shows that AI models trained exclusively on their own outputs deteriorate over time. Without thoughtful human input, system quality erodes. Investing in people is more than a cultural choice. It’ s a safeguard against long-term degradation and a driver of competitive advantage.
WHERE THIS IS HEADED
Top-performing organizations won’ t frame technology and human wellbeing as opposing forces. They’ ll use technology to amplify human strengths. As others fall behind, those that build from this foundation will surge ahead.
The goal isn’ t to trade off efficiency for empathy. It ' s to move beyond short-term optimization and build for long-term resilience. Organizations that strengthen their human infrastructure today will be better equipped to lead as AI capabilities continue to evolve.
As CEO of TouchPoint One, Greg Salvato empowers frontline CX teams through AI-driven performance systems. With roots in telesales and decades in tech leadership, he builds tools that inspire excellence, support entrepreneurs, and elevate human potential, turning hard work and integrity into opportunity across industries and careers.
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